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2021-03-09-accounts

oundcafe ANNUAL REPORT 2020/21 JIB

CONTENTS

CONTENTS
Page
Contents 1
Introduction 2
Strategic Highlights 3
Operational Highlights 4
Looking Ahead 7
Our Team & Our Supporters 8
Financial Summary 9
Financial Statements 11
Notes to Financial Statements 13
SCL Governance Framework 15
Organisation Chart 17
Independent Auditor's Report 18

SoundCafe Leicester c/o St Martins House, 7 Peacock Lane, Leicester LE1 5PZ soundcafe.org.uk

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INTRODUCTION

Our charity has adapted and grown over the last year. We overcame the challenges presented by Covid-19 to continue to serve our guests effectively. I would like to thank everyone who believed in SoundCafe's mission and funded us as we developed our service. This includes the National Lottery, Leicester & Rutland Community Foundation, Leicester City Council and a number of others.

Geof led on Operational Delivery and used his significant Health & Safety expertise to ensure that SoundCafe's sessions ran safely. We were only given permission to pilot our activities in St Martin's House because Geof's input ensured rigorous assessments of our activities were made and all risks mitigated. His professionalism has provided assurance to our partners, which has helped the charity to grow.

I would also like to extend the sincere thanks of the whole organisation to our two retiring Trustee Board members, Roz Burch and Geof Pearce.

Roz retires as SoundCafe's Chair. She steered the initial working group through the complex process of achieving charitable status and enabled SoundCafe to start to realise its full potential in improving the lives of our guests. Roz leaves behind a ground-breaking charity that helps people who are homeless to discover new talents and self-worth. She has helped to guide a charity that is confident in its delivery, strategic planning, and governance. That is remarkable given the circumstances and times we are living in.

We look forward to the future with hope. Services will be delivered to smaller groups, three days a week. The Speaking of Homelessness project is running over the summer. It will showcase the experience of those who have been homeless. This will enable us to share our work more effectively and clearly demonstrate the difference we make in supporting the transformation of guests' lives in often small, but always significant ways.

ALAN FLETCHER

Chair of Trustees

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1. Strategic Highlights

1.1. March 2020 saw the impact of Covid-19 and the first national lockdown in the United Kingdom that had a wide-reaching impact across all communities not least of which Leicester City which remained in lockdown beyond the national timescales due to the prevalence of the disease. The pandemic has challenged society on all fronts and adapting future service delivery models to ‘living with the virus’ has been essential to survival.

1.2. SoundCafe Leicester (SCL) was originally developed to provide a ‘safe, creative space’ that would involve singing and music. In September 2020, SCL’s Trustee Board revised SCL’s mission to reflect the experience and understanding of the pandemic and the need to adapt SCL’s service delivery model to delivering multiple safe creative spaces for smaller numbers of guests, thereby mitigating the risk factors associated with the spread of Covid-19.

1.3. SCL mission was revised as follows:

SoundCafe (SCL) aims to inspire those who are homeless* or socially isolated by providing safe creative spaces. SCL offers opportunities for guests to access services that encourage their physical, emotional and spiritual well-being. We are a diverse and inclusive community who are learning to reflect on our experiences, that through this, personal lives may be transformed and empowered.

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2. Operational Highlights

2.1. With the pandemic and the closure of face-to-face services on the 17th Match 2020, SCL focused on key support activities namely:

2.2. All of this was underpinned by the development of a Communication Plan. Our thanks to Rory Palmer who volunteered during the pandemic in support of a number of charitable activities.

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2.3. With the ongoing impact of Covid-19 we introduced the SoundCafe to Take Away in August 2020 providing an activity within a takeaway bag containing creative activities, resources like face masks, support information and a snack. Pastoral support was offered at the point of collection. The takeaway project enabled SCL to provide face-to-face support and use the opportunity to get both guest and volunteer feedback on how to shape the future provision of SCL services in a post-pandemic environment.

2.4. The takeaway was made possible with funding support secured through both the National Lottery Community Fund and the Leicestershire and Rutland Community Foundation Coronavirus Support Fund. The service was originally planned for 8 weeks and because of the ongoing lockdown in Leicester continued until December 2020.

2.5. The takeaway was complemented by a pastoral telephone service run by SCL pastoral volunteers. Increasing numbers of guests opted to receive a telephone call to check on how they were doing and to reduce isolation through the series of lockdowns that were maintained across Leicester City.

2.6. September 2020 saw the launch of our Football Health and Well-Being workshops in partnership with Leicester City in the Community. The first sessions were undertaken in October 2019 as a pilot with just an hour of play in an evening. The sessions proved so successful that we revised the model during the pandemic to focus more broadly on health and well-being incorporating warm-up exercise sessions; non-contact play; and then followed by time for a socially distanced lunch.

2.7 Due to the success of this model, football health & well-being workshops have now been integrated into our core offer. The workshops provide a new focus and fitness activity for those on the fringes of society who cannot otherwise access sporting & fitness opportunities. Funding was secured from Leicestershire & Rutland Community Foundation and Gift of a Wish, Vichai Srivaddhanaprabbha Foundation which enabled us to provide the players with a full training kit including boots and an away kit, as well as financing venue hire and refreshments.

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2.8. The sessions also support guests finding a voice through a supportive team spirit, commitment to attend and communicating through playing a sport as part of a team. Working in partnership with the venue, St Margaret’s Pastures on St Margaret’s Way, has proved very successful and the players were given Christmas goodie bags donated by other users of the venue.

2.9. Services were constantly adapted throughout the last year and whilst face-to-face creative workshops were planned from January 2021 a further national lockdown resulted in the launch of SCL Virtual Creative Workshops. Materials were posted out to guests to provide arts, crafts and creative writing activities. Spiritual well-being has been added to the future options available to guests. All this was made possible by a further grant through the Leicestershire and Rutland Community Foundation and the Leicester City Council Covid Safe Communities Fund administered through Voluntary Action LeicesterShire (VAL).

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3. Looking Ahead

3.1. SCL has sustained service delivery through challenging times with the amazing support of its volunteers and grant donors. The future model for service delivery focuses on smaller activity-based events over three days of the week.

3.2. A key change is that SoundCafe can no longer access the Grand Hall at St. Martins House and will be focusing its future provision through alternative venues, including the Booth Hall, David Wilson Foundation Centre and St. Mary de Castro Church, which will become the new ‘home’ for SCL.

3.4. SoundCafe choir is scheduled to return on Monday afternoons from September 2021 at St. Mary de Castro Church.

3.5. Our Speaking of Homelessness project which was originally due for completion in November 2020 has now been extended to June 2022 with the ongoing support and funding through the Arts Council. This is now launching as an artistic film production with the first workshops now scheduled for July 2021. This will provide a fantastic opportunity for our guests as they return to share not only their lived experience of homelessness, but living through the challenges of the pandemic.

3.6. Whilst none of us can know how 2021/22 will unfold post the pandemic, we know that with our guests, volunteers and supporters SoundCafe has an exciting future ahead. SoundCafe is not just about service provision but about supporting the transformation of the lives of our guests.

Rachel Griffiths, Director

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4. Our Team and Our Supporters

4.1. 2 part-time members of paid staff, 21 volunteers – 8 available during the pandemic, and 5 trustees.

4.2. SoundCafe’s Patrons are the Bishop of Leicester, the Rt Rev Martyn Snow, Mrs Janet Arthur, and Cllr Manjula Sood.

4.3. Other SoundCafe supporters include The Diocese of Leicester, West Leicester Mission Partnership, St. Martins House Conference Centre, Leicester Cathedral, and The Samaritans.

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FINANCIAL SUMMARY

In total, our income in the financial year to 9 March 2021 was £ 84,220. This is more than a threefold increase over the previous financial year ( £ 25,967). We are tremendously grateful to: the Friends of SoundCafe Leicester; the Leicester Diocesan Board of Finance; those organisations which have given us grants; and those organisations and individuals who have donated money.

In terms of grants, the availability of designated monies to support organisations as they find new ways of working through the pandemic has been invaluable. In the last financial year, we have received support from:

Thank you to the Government for the support granted through the Coronavirus Community Support Fund, distributed by the National Lottery Community Fund. Due to the pandemic, our business model has changed several times. The grants and donations have been used to fund specific projects, the take-away service, the virtual workshops and football health and well-being sessions.

Reflecting this, our expenditure for the year was £ 44,416. This is an 18% increase on the previous financial year. Due to the pandemic and the revised business model, there has been a move away from a main large session to multiple smaller activity-based workshops. Spending on equipment has gone up; this was principally associated with the purchase of equipment items for the take-away service. Employment costs have risen due in part to the utilisation of professional advisers and the use of a PR company to help support the future sustainability and ongoing development of the charity. Where possible, in the future, it is hoped to increasingly seek professional support through the appointment of Associates and suitably experienced Trustees.

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Overall, the net result for the financial year is extraordinary with an excess of receipts over payments of £ 39,805. With the funds carried over from the previous year, the total assets carried forward on 10 March 2021 were £ 91,679. Of these funds, £ 61,030 is classified as unrestricted and £ 30,649 is classified as restricted.

Looking forward, we acknowledge that the financial year ending 9 March 2021 was an extraordinary one with some grants being made available due to the pandemic which would not otherwise be available. We have therefore adapted our bid model to target key service areas for example, music, sport and arts and crafts.

In addition, we became a member of the Parish Giving Scheme with a view to being able to raise revenues through this route. However, we recognise that the current pandemic has had a large impact on the money-raising efforts of churches. Finally, we have continued our local campaign to raise annuity income from local businesses and benefactors.

In many different ways, it has been an unprecedented year and we are extremely thankful to all those who have helped us to support many of the most vulnerable in our society.

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FINANCIAL STATEMENTS

For the year 10 March 2020 - 9 March 2021

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D•talls Income. 2020- 2021 Less ExpÈnditurÈ, 2020- 2021 Balance OutstarKling, 9 March 2021 Add Cash Brought ForwaTd at 10 March 2020 Tot41 Cash to ￿rry Forward, io M4r¢h 2021 Amount 84.220.15 44.41S.65 39.804.50 51.874.35 91,678.85 IAF Bank Balance, 9 March 2021 Co-op Bank Ltd Balance, 9 March 2021 Petty Cash, Held by Trustee, 9 March 2021 Petty Cash, Held by Director. 9 March 2021 Total Fund5 Carrled Forward 10 March 2021 89.443.36 2,169.82 35.84 29.83 91.678.85 D•talls Restrlcted Funds Brought Fol￿rd. 10 March 2020 Restfltted Funds Income. 2020- 2021 Total Resitlcted Fund5 Le55 Restrlcted Fund5 Expendlture. 2020- 2021 Plu5 contributlon from 5wndCafe Leicester R•rtrlel•d Funds C•rrl•d Forw•rd 10 M•r¢h 2021 4.356.30 46,869.(K> 51.225.30 22.576.55 2.OLK). 30,648.75 Unrestrlcted Funds Brought Forward, 10 March 2020 Unrestrlcted Funds Income, 2020- 2021 Total Unrestrlcted Funds Less Unrestrlcted Funds Expenllture, 2020- 2021 Less contrlbudon from Soundcafe Lelcester Unr•rtrlrt•d Fundi C*rrl•d Forward 10 Mareh 2021 47,518.05 37,351.15 84.869.20 21,839.10 2.Om.(Kl 61,030.10 All Restrlcted Funds are held at ￿ Bank. 12 | ANNUAL REPORT

Notes to Financial Statements

Presented to the Trustees of SoundCafe Leicester on 11th August 2021

A total of £ 84,220 was received in the 12 months from 10 March 2020 to 9 March 2021 and a total of £ 44,416 was paid out.

The net result was an excess of receipts over payments of £ 39,805. With the funds carried over from previous year, the total assets carried forward on 10 March 2021 were £ 91,679.

Of these funds, £ 61,030 is classified as unrestricted and £ 30,649 is classified as restricted.

The accounts have been prepared on a payments and receipts basis as required by the Charity Commission for a charity the size of SoundCafe Leicester.

Funding

SoundCafe Leicester was fortunate to receive a fifth year of Tier 2 funding and an additional donation from the Leicester Diocese Board of Finance.

SoundCafe Leicester received no income from the Parish Giving Scheme.

Reserve Policy

The charity maintains a balance on unrestricted funds of four months’ operating costs. This was reviewed in 2019 and is £ 14,000.

Investment Policy

All money is held in instant access accounts.

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Trustee Remuneration and Related-Party Transactions

No member of the Trustee Board received any remuneration or travel costs during the year. No trustee or any person related to them had any personal interest in any transaction entered into by the charity during the year.

Assets

SoundCafe Leicester owns no land, buildings, furniture, investments or trading stock. It owns a small amount of equipment necessary for the running of the charity but this has little financial value and is treated as expenditure in the year of purchase.

Volunteers

At the moment, we do not repay the expenses of volunteers, helpers or Samaritans.

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SCL GOVERNANCE FRAMEWORK

SCL is governed through a Trustee Board and underpinned by an Operations Group that addresses operational service delivery. The Trustee Board members and roles at 1st March 2021 are outlined below:

Role Scope of Role
Chair
Alan Fletcher		 Lead the Trustee Board in ensuring the effective
performance of its governance, ensuring there is an
effective relationship between the Board and SCL
staff, volunteers and stakeholders. Lead on the
assessment of SCL’s corporate and operational
risks; and ensuring risk is appropriately assessed and
mitigated where appropriate.
Appointed 1st March 2021 Chair Trustee meetings so that the Board functions
effectively and carries out its duties; and the
finances of SCL are systematically accounted for,
audited, independently examined and publicly
available.
Treasurer
Andrew Schofield
Appointed September 2020		 Overseeing SCL’s financial reporting; planning and
management; agreeing targets and evaluating
performance against them. Exercise financial
controls in order to ensure the financial stability of
the Charity and to scrutinise and challenge the
trustees in planning, advising on financial matters,
overseeing strategy on development matters.
Business Management
Pete Miller		 Providing a business perspective to the board,
networking with local businesses to encourage
further support – both financial and practical.
Promoting SCL’s use of social media to actively
engage with its public and the business community.

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Role Scope of Role
Pastoral
Sandie Sobieraj		 Lead on SCL’s guest pastoral support, specifically
addressing:
An awareness and appreciation of guests needs
Supporting volunteers in their pastoral care of
guests
Nurturing by empowering guests to seek
assistance and achieve their potential
Ensuring the Trustee Board are aware of the key
issues and how SCL can develop to address the
needs of guests.
Operational Delivery/
Health & Well-Being
Ruth Olugbenga		 Ensuring SCL meets the health & well-being needs
of guests and appropriately measures the outcome
of its services and projects. Ensuring feedback
shapes future service delivery. Advise on specific
operational issues and policies that may affect SCL
service delivery. Ensure the Trustee Board are aware
Appointed September 2020 of any key risk issues and impact for SCL. Provide a
Trustee interface to the Operational Management
Group.

Two Trustees stepped down at the February 2021 Trustee board as detailed below:

Role Scope of Role
Chair - (BMO Lead) Chair of Trustees and BMO lead.
Rosamunde Burch
Roz retains the BMO lead role and continues as a
volunteer with SCL.
Health & Safety
Operational
Geof Pearce		 Responsibility for ensuring SCL adheres to
appropriate health & safety legislation; advise on
specific safety and operational issues that may
affect SCL sessions and performances/events.
Geof continues as a volunteer with SCL

SCL uses independent service contractors for the provision of expert advice and support as demonstrated in the organisation structure below:

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jl! 17 | ANNUAL REPORT

INDEPENDENT AUDITOR'S REPORT

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